Setup time improvement efforts
– SMED
Jana Pejchinovska – Hans-Heinrich Glöckner – Aldert van
der Stoel – Richard Westerman - Vincent Wiegel
Hogeschool van Arnhem en Nijmegen
Gebaseerd op het werk van Rajan Suri.
Dit werk is vrijgegeven onder voorwaarden van de creative commons Naamsvermelding-GelijkDelen 3.0 Nederland (CC BY-SA 3.0)
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2
PDCA
Title:
SMED
Version:
V0.2
Process:
Setup time improvements
Owner:
Jana Pejchinovska
Date:
06.07.2012
Sub-processes: Setup time reduction method
Introduction/summary:
This modules describes the process of setup time reduction as part of the improvement efforts in lead time reduction.
In particular it describes specific technique for reducing setup time (SMED), the main principles and the tools used to
achieve the desired results.
TIP: Typically
initial goal is to
reduce setup
time by 50%.
PLAN
1.
Start at a point in the manufacturing system where setup time reduction is
needed.
•
2.
3.
4.
5.
Focus on machine, operation or product family which is considered as
bottleneck for most immediate impact.
Form an setup reduction team including people who have knowledge of
machines and operations, who are affected by the change or have ideas for
improvement.
Appoint a leader of the improvement team.
Educate the leader and the team members on the principles of SMED.
Prepare a plan for information gathering to document the features of
current setup activities and set goal for reduction.
TIP: Use technical
Nicholas, J; Competitive Manufacturing Management, 2008
McIntosh, et al, A critical evaluation of Shingo’s SMED Methodology, 2000
McIntosh et al, Changeover Improvement, 2007
documentation
and blueprints for
machines and
tools.
ACT/ADJUST
Time:
Varied, but
often lengthy
procedure.
0.2
Roles:
Machine operators, supervisors,
managers, production manager,
machine vendors and tool
suppliers, marketing, product
design.
DO
1.
2.
3.
TIP: The setup
Stage 1: Identify internal and external setup steps
reduction process
•
Checklists
should result in
•
Function checks
effective procedure
•
Die transportation
that can be
Stage 2: Convert internal setup steps into external
standardized in the
•
Preparing operating conditions in advance
future.
•
Function standardization
•
Intermediary jigs
Stage 3: Streamline all aspects of the operation
•
Improve storage and transportation
•
Parallel operations
TIP: SMED efforts
•
Functional clamps
should result in
•
Eliminate adjustments
increased production
•
Least common multiple system
capacity and
•
Mechanization
flexibility.
Nicholas, J; Competitive Manufacturing Management, 2008
McIntosh, et al, A critical evaluation of Shingo’s SMED Methodology, 2000
McIntosh et al, Changeover Improvement, 2007
CHECK
What
Who
When
Status
Activity
Roles
Date
PDCA
Present new procedure and cost-benfit analysis
to management
SMED Team
Upon approval, implement new procedure for
internal setup reduction
SMED Team
Conduct a follow-up study to determine the
impact of the new procedure
SMED Team
Determine whether further modifications are
needed
SMED Team
1.
2.
3.
Track, chart and post setup time to document the performance.
Perform cost-benefit analysis for the new procedure for setup.
Explore possibilities for standardizing the setup process
TIP: The goal of setup
reduction is to maximize
the transfer of setup
responsibility to operators
and minimize machine
downtime.
Nicholas, J; Competitive Manufacturing Management, 2008
TIP: If some of the
steps from this stage
do not yield
satisfactory results, the
previous stage (DO)
should be performed
again.
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4
Instructions
5
What and why?
• SMED is abbreviation for Single Minute Exchange of Die.
• It is a method for reducing the setup time that can be applied
in any factory on any machine (from low volume high variety
to mass customization and high volume low variety).
• The name refers to a single-digit time limit. SMED can be also
seen as a goal for reducing the setup time to 10 minutes or
less.
• Why implementing SMED?
– SMED contributes to lead time reduction while maintaining quality.
– Faster performance of setup activities allows production in smaller
batches, a characteristic of World Class Manufacturing.
– Shorter setup times enable flexible manufacturing.
– Efforts for setup time reduction help reduce levels of WIP and
inventory.
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Most common setup procedures
• Setup processes can vary greatly depending on
equipment and type of operations, but there are some
commonalities. Accordingly, setup activities can
roughly be grouped into four categories:
– Collecting, preparing and checking materials before setup
and cleaning machine and work station afterwards;
– Handling of tools before and after setup (removing,
mounting, etc.);
– Measuring, setting, calibrating the machine before
operation;
– Producing test pieces, measuring, adjusting and
preparations for production.
Stage 1: Identifying internal and
external setup steps
• Internal setup steps are tasks and activities which
are done when the machine or operation is
physically stopped
• External setup steps are tasks and activities that
can be executed while the machine or operation
is running.
• How to learn and classify the setup steps?
– Study of setup procedure through observations,
interviews and videotaping of the procedure;
– Mapping setup task sequence.
TIP: Check the
Templates section for
an example of
Mapping setup task
sequence
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Techniques for separating internal and
external setup operations
• Using a check list for processes:
– The purpose of a checklist is to have explicit overview of the setup procedure and
ensure nothing is overlooked.
– Checklist contains all the necessary information about setup, sequence of steps,
parts and tools, dimensions and measurements, and specifications.
– After each setup the workers check off the items in the list to ensure everything is
done correctly.
• Performing functional checks for machines and tools:
– The goal of functional checks is to confirm that machines and tools are in good
working condition, so there are no delays during internal setup.
– Functional checks help prevent unexpected breakdowns or use of damaged tools.
• Improving die transportation:
– Dies and fixtures should be stored and transported using equipment that is
specially dedicated for that purpose (carts, pallets, bins, etc.).
– Transportation of dies should be done either by the worker when the machine is
running independently or another worker should be assigned to the task.
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Stage 2: Converting internal setup
steps into external
• The principal objective of improving setup
processes is to reduce the internal setup time
and converse tasks done internally into external
ones.
• The more steps, decisions and adjustments are
done while the machine or operation is running
the impact on time reduction is bigger.
• This stage of SMED is an iterative process where
internal setups steps are constantly re-examined
to determine if they can be converted into
external setup steps.
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Methods for improvement during
Stage 2
• Preparing operating conditions in advance
– For example: collect materials or devise accessible way to keep materials
close to the machine; keep machine and workspace clean; do positioning of
items in advance; adopt new procedure for same operations, etc.
• Function standardization:
– This is specific type of standardization that focuses only on the functions
that are necessary for the setup operations.
– Such standardization can be done by breaking the operation into basic
functions and then deciding which of the function can be standardized (for
example: clamping, centering, dimensioning, etc.).
• Using intermediary jigs:
– Jigs are tools used to hold and guide the product through the operation.
– For faster operation while one piece is being produced, second can be
attached to the intermediary jig and produced immediately afterwards
without delay.
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Stage 3: Streamlining all aspects of
operation
• The goal of this stage of SMED is to minimize and
streamline the internal and external setup steps.
• After this step a new standardized setup procedure
should be available.
• Cause and effect diagram and Pareto analysis
can be used to simplify and standardize
all setup activities.
• The efforts from this stage are successful when
setup should allow production of virtually any lot
size.
TIP: The module
about Data Analysis
provides more
insight into these
tools.
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Streamlining techniques
Some important and practically applicable methods for further improving
the internal setup are:
TIP: These
techniques can be
• Improving storage and transportation of parts and tools.
combined together
for best results.
• Implementing parallel operations:
– Multiple workers can perform setup tasks simultaneously, for example making
adjustments at the front and the back of a large machine.
– Parallel operations are team effort that requires coordination of activities and
clear communication.
• Using functional clamps:
– Functional clamps are devices that can be attached to the machine to hold a
piece with minimal effort (clamp, pin, spring or similar).
• Eliminating adjustments:
– Adjustments and test contribute to great portion of the setup time, but they do
not represent independent operation.
– This can be achieved by keeping the meters and scales clean and calibrated.
– In case an adjustment is required the goal is to be accomplished by single
motion.
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Templates
14
Mapping setup task sequence
• Mapping the sequence of tasks is useful visual
tool that helps list the tasks and activities
performed during setup, the order in which
they are executed, the worker responsible and
their duration.
• This visualization can be achieved using a
Gantt chart:
– Gantt chart is a tool for describing a sequence of activities, by
representing collected data in a phases.
– At the same time the Gantt chart displays the dependency
relationships between activities.
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Visual representation of mapping tasks
• Example of Gantt chart used for mapping:
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Notices
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Support
This guide was developed as part of the RAAK QRM Project. The
grant was awarded by the Foundation Innovation Alliance and
financed by the Dutch Ministry of Education, Culture and Science.
While developing this guide, we gained extensive experience with
the projects that we carried out for various businesses. We wish to
thank those businesses and their employees for their efforts.
The QRM Center and the founding fathers and sponsors contributed
to the development of this guide in a number of ways.
Finally, we were grateful for the expertise and experience of Rajan
Suri and Ananth Krishnamurthy.
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Rights
This guide is published subject to the guidelines of the Creative
Commons, Attribution – ShareAlike version.
This means that
•you may use this material freely
•you must share any modifications that you make with us and with other
users
•the material itself may not be sold, but may be used in other
commercial activities such as training courses and consultancy
•that you must state the modified version as your source if you use it
(the text to be used for references is presented on the next page)
•This applies only to any material that is not otherwise protected by
copyright, which is explicitly listed as such.
The precise phrasing of the copyright agreement
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Attribution
• This material was developed by HAN
University of Applied Sciences. The authors
are Jana Pejchinovska, Hans-Heinrich
Glöckner, Aldert van der Stoel en Vincent
Wiegel.
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References
Rajan Suri
It’s about time – nederlandse versie
Lean lectoraat
LeanCircle
QRM Centrum @HAN
QRM Center @Wisconsin
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Final considerations
• The approach described in this module is based
on the concepts in manufacturing and production
management, Kaizen, and Lean Manufacturing.
• These activities are conducted by the Lean
Research Group at the HAN University of Applied
Sciences and the QRM Center Europe in Arnhem.
• Funding for these activities has been made
available from the QRM RAAK Project and the
QRM Center Europe in Arnhem.